Trends, Networks,

and Critical
Thinking in the
21st Century
Activity 1. Let’s Recall

List down the things you do

every day, which you think are a result
of intuitive thinking or rational
thinking.
Intuitive Thinking Rational/Strategic
Thinking
 In your previous lesson, you
have learned about trends and fads. In this
lesson, you will learn about intuitive
thinking and strategic thinking
processes. It will show how one can come
up with a quick decision or conclusion
without being partial but promoting the
common good. It will introduce as well the
rigors of intuitive and strategic analysis
and how both could work hand in hand.
 Strategic Thinking and
Intuitive Thinking Defined
Greg Githens defined strategic
thinking as the individual’s capacity for
thinking conceptually, Imaginatively,
systematically, and opportunistically with
regard to the attainment of success in
the future.
 He continued by saying that
strategic thinking employs mental
processes that are conceptual
(abstractions using analogy to translate
across contexts), systematic (composed of
different components with interfaces that
interact to produce intended or emergent
behaviors, pattern finding, and
connecting situations that are not
obviously related), imaginative (creative
 Intuitive thinking is
―quick and ready insight‖ (Webster’s
New Collegiate Dictionary). Intuitive
decision-making is far more than using
common sense because it involves
additional sensors to perceive and get
aware of the information from outside.
Sometimes, it is referred to as a gut
feeling, sixth sense, inner sense,
instinct, inner voice, spiritual guide, etc.
The following are some well-known people of
intuition (Timeforchange.org):
1. Albert Einstein (Theoretical physicist who is
widely considered one of the greatest physicist of
all time; best known for the theory of relativity,
Nobel Prize in Physics for his explanation of the
photoelectric effect and ―for his services to
Theoretical Physics‖):
―The only valuable thing is intuition.‖
―There is no logical way to the discovery of these
elemental laws. There is only the way of intuition,
which is helped by a feeling for the order lying
2. John Naisbitt (Former executive of IBM and
Eastman Kodak; American writer in the area of
future studies; author of several international
bestsellers like Megatrends and Reinventing the
Corporation):
―Intuition becomes increasingly valuable in the
new information society precisely because there
is so much data.
3. Alexis Carrel (French surgeon, biologist, and
Nobel Prize in Physiology or Medicine):
―All great men are gifted with intuition. They
know without reasoning or analysis what they
need to know.
4. Henry Reed (British poet):
―Intuition is the very force of activity of the soul
in its experience through whatever has been the
experience of the soul itself.
―It is as if the intuitive sense acting through the
soul is what makes the raw events into food for
the soul.
5. Immanuel Kant (German Philosopher):
―Intuition and concepts constitute… the
elements of all our knowledge, so that neither
concepts without an intuition in some way
corresponding to them, nor intuition without
6. George Crumb (American composer of
modern and avant garde music):
―In general, I feel that the more rationalistic
approaches to pitch-organization, including
specifically serial technique, have given way,
largely, to a more intuitive approach.
7. Robert Graves (English poet, scholar, and
novels):
―Intuition is the supra-logic that cuts out all
the routine processes of thought and leaps
straight from the problem to the answer.
8. Lao Tzu (ancient Chinese philosopher):
―The power of intuitive understanding will
protect you from harm until the end of your
days.

9. Anne Wilson Schaef (―writer and lecturer):

―Trusting our intuition often saves us from
disasters.
 The question is not whether
the rational reasoning or intuitive
decision- making is generally better.
The question is rather how both
approaches can be best combined for
best results and to avoid mistakes and
prejudices.
 Difference Between Strategic
Analysis and Intuitive Thinking
In his article Nguyen Tran (2020)
explained that intuitions are knowledge
derived from accumulated experience. For
example, experience from reading a lot of
speeches allows me to intuitively recognize
the main message of the speech apart from
the jumbles of rhetorics and details.
 Intuitive thinking is just that:
thoughts that arise from the back of your
mind because the situation you are
dealing with has something in common
with your past experience. No one can
teach you this; it must be earned with
real-world experience.
 On the other hand, strategic
thinking is a systematic approach to
solving problems. It begins with
recognizing the problem, analyzing it on
a strategic level, defining the strategic
objective, coming up with an action plan
that can satisfy that objective, evaluating
the feasibility of the operational and
tactical level, enacting the plan, and
Can intuitive thinking and strategic
thinking converge to the same course of
action?

Yes, but not usually.

Which one is faster? Intuitions are
lightning fast. It comes to you on the
spot, or in the morning shower the next
day. You see, intuitive thinking only
analyzes existing data you already have
in your brain (experience). Strategic
thinking requires you to go out and
collect data you never had, then analyze
it.
Which one is safer? Strategic
thinking is safer because you are
forced to collect new data. Intuitive
thinking relives on past experience
which means it might be working on
outdated data.
Old people are great intuitive thinkers
thanks to their years of life. But I will
not rely solely on them to make
decisions for the present and future.
Rather, I prefer to approach the
decision strategically, using the
intuitions of the seniors as a valuable
input only.
 Key Components of Strategic
Thinking
`Components of strategic thought
and action. In simple terms, strategic
thinking and/or planning consists of three
phases that identify and clarify:
1)here we are now;
2) where we want to be; and 3) how we will
Six common components include:
1)tools for analysis;
2) strategic purpose;
3) values;
4) vision;
5) key goals; and
6) action planning.
1. Tools for analysis. There are a
number of different tools used for
analysis in strategic conversations. The
most common is the SWOT analysis
(Strengths, Weaknesses, Opportunities,
and Threats). A SWOT analysis is a
helpful way for a team to begin (or
continue) the conversation about what’s
working and what’s not working as well
as what potentially exciting or
2. Strategic purpose/mission. We will
often describe strategic purpose as clear
understanding of why we exist and why
that’s important. It is also described as a
team’s essential reason for existence.
When everyone on a team or in an
organization understands the essential
reason for existence, the hundreds of
daily decisions about work to be done--
that must be made in a complex
3. Vision. Vision identifies the direction of
the department. It answers the question- ―If
we consistently fulfilled our purpose with
excellence, what would that look like?‖
Vision creates a compelling picture of the
team’s or organization’s future. Teams (and
team members) are more effective when
they know where they are headed—inspired
by a clear, challenging, and meaningful
vision. An effective departmental vision can
frame the work that is done on a daily basis
4. Key goals. ―What must we
accomplish to move toward the
fulfillment of our vision? A fundamental
component of any strategic process is to
identify those priorities that will move
the team forward. Key goals play the
vital role of connecting the team’s
ongoing work with the broader purpose
and vision because they help define
where the team is going in specific,
5. Action planning. A great strategy alone does
not ensure success--but the effective
implementation of a great strategy does.
Oftentimes, strategic thinking and planning
processes fail because leaders did not take the
time to identify ―who would do what by when?.
Action planning clarifies the ways in which our
daily work will help move the goals forward‖.
These include: goal statement, description of what
success would look like, three important steps
toward implementing the goal, resources needed,
who needs to be involved in the successful
Strategic thinking is a key skill for
leaders. By understanding some of the
components involved, a leader can
begin to create conversations around
critical issues and foster a shared
understanding of who we are, where we
are going, and how we’ll get there.
Key Components for Intuitive Thinking
BAYLOR MODEL OF INTUITION
Fig. 1. The three components of
intuition: immediacy, sensing
relationships, and reasoning.
First, intuition has an element of
immediacy. An important part of the
intuitive process is the timing of when
the relationship is realized.
Second, intuition senses
relationships. Intuitive processes draw
links and highlight patterns, formulating
 Third, intuition is a type of
reasoning. Intuition results from a
reasoning process that lacks
metacognitive control. Reasoning in
intuition proceeds automatically,
immediately interpreting the present
relationship.